From Knowledge Engineering to Knowledge Management

Knowledge management is seen by many to be a prerequisite for the successful organization, and one that relies heavily, though not exclusively, on a sound technological infrastructure. A major drawback, though, with current technology (e.g. Lotus Notes and www) is its focus on information management and communication rather than on knowledge itself. What knowledge management needs is tools and techniques that are more oriented towards knowledge – its creation, mapping, transfer and use. We show how many of the methods and tools used in the branch of artificial intelligence known as knowledge engineering can be adapted to provide such a knowledge-oriented technology, and lead to significant benefits for organizations. A number of case studies are presented which illustrate our points, including decision-making at Andersen Consulting and best practice at Rolls-Royce. A more elaborated use is shown in the context of business process re-engineering, where a new software tool kit called SPEDE is being applied and validated within the aerospace and automotive industries.     

Weighted re‐randomization tests for minimization with unbalanced allocation

Re‐randomization test has been considered as a robust alternative to the traditional population model‐based methods for analyzing randomized clinical trials. This is especially so when the clinical trials are randomized according to minimization, which is a popular covariate‐adaptive randomization method for ensuring balance among prognostic factors. Among various re‐randomization tests, fixed‐entry‐order re‐randomization is advocated as an effective strategy when a temporal trend is suspected. Yet when the minimization is applied to trials with unequal allocation, fixed‐entry‐order re‐randomization test is biased and thus compromised in power. We find that the bias is due to non‐uniform re‐allocation probabilities incurred by the re‐randomization in this case. We therefore propose a weighted fixed‐entry‐order re‐randomization test to overcome the bias. The performance of the new test was investigated in simulation studies that mimic the settings of a real clinical trial. The weighted re‐randomization test was found to work well in the scenarios investigated including the presence of a strong temporal trend. Copyright © 2013 John Wiley & Sons, Ltd.     

Planning for Medical Progress through Education. By Lowell T. Coggeshall,M.D. Evanston,Illinois: Association of American Medical Colleges, 1965. 107 pp. $2.00

Abstract

A 1980 study using the Delphi technique identified field instruction issues and research priorities. In this article, the author reports the findings of a study undertaken to determine if the issues and priorities have changed in the past decade. Twelve national experts reached a consensus on 29 of 61 statements/issues and on three research priorities for the next decade. As in 1980, the study participants viewed the Delphi technique as having strength in gaining consensus, allowing dialogue between geographically separated experts, and serving as an effective means of learning for participants. The prioritized research agenda developed by the experts in 1991 includes the need for empirical analysis of outcomes related to field education; models to ensure quality of field instruction; and processes to help field instructors assist students, especially in integrating classroom and field instruction.     

The Attractiveness Halo: Why Some Candidates are Perceived More Favorably than Others

Olivola and Todorov (Elected in 100 milliseconds: appearance-based trait inferences and voting. J Nonverbal Behav, 2010) provide a convincing demonstration that competence ratings based on 1-second exposures to paired photos of US congressional candidates predict election outcomes at better than chance levels. However, they do not account for variation in competence judgments. In their analysis, Olivola and Todorov show that attractiveness, familiarity, babyfacedness and age are proximal predictors of vote choice, but find that after controlling for competence these factors no longer reliably influence the margin of electoral victory. Drawing on well-documented halo effects of attractiveness on character-based inferences and the extensive literature on mere exposure effects, we re-organize Olivola and Todorov’s analysis into a simple path model to explore the causal ordering of these factors. We find that spontaneous assessments of attractiveness and familiarity occur prior to attributions of competence, and thus exert a downstream effect on judgments of competence.     

Economies of Scope through Multi‐unit Skill Systems: The Organization of Large Design Firms

From a study of three large design firms in Italy, the UK and the USA, we derive a distinct model of how large knowledge‐intensive business services (KIBS) firms organize to manage growth and realize economies in ways that differ from the organizational techniques that are familiar from scale and scope studies of large manufacturing enterprises. Case studies were compiled from interviews conducted at the three firms. Large design firms were selected as a contrasting context to Chandlerian manufacturing firms. Design firms were expected to differ from manufacturing firms in terms of strategy, organization and the overall possibilities of achieving economies of scale and scope. Our results show that competitive advantage of these large KIBS design firms derives from a particular multi‐unit skill system that enables the firms to exploit economies of scope. There are four distinctive organizational features of such KIBS firms. First, multiple business units within the firm play a dual role. These are able both to engage in inter‐unit coordination and resource sharing and to attract business independently, often with heterogeneous business models among units. Second, these firms develop formal organizational routines for involving multiple business units in client projects, thus facilitating the migration of clients' business from one unit to another. Third, there is an important role for cross‐unit strategic ‘insight’ agents. Fourth, these firms expand through the founding of specialized, even idiosyncratic, new business units (often with the important role of mastering new technological skills).